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Montana Department of Justice

Strategic Plan for

Information Technology 2016

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Table of Contents

1. EXECUTIVE SUMMARY 3

2. ENVIRONMENT, SUCCESS, AND CAPABILITIES 3

3. IT CONTRIBUTIONS AND STRATEGIES 4

4. IT PRINCIPLES 5

5. IT GOVERNANCE 5

6. IT FINANCIAL MANAGEMENT 5

7. IT SERVICES AND PROCESSES 5

8. IT INFRASTRUCTURE, STAFFING AND RESOURCES 7

9. RISKS AND ISSUES 8

10. IT GOALS AND OBJECTIVES 8

11. IT PROJECTS 11

12. SECURITY AND BUSINESS CONTINUITY PROGRAMS 14

13. PLANNED IT EXPENDITURES [PENDING PROJECT/INITIATIVES COSTS] 15

14. ADMINISTRATIVE INFORMATION 15

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1. Executive Summary

The mission of the Department of Justice (DOJ) is to pursue activities and programs that seek to ensure and

promote the public interest, safety, and well-being through leadership, advocacy, education, regulation and

enforcement. DOJ has approximately 750 people in eight divisions;

1. Central Services Division (CSD) provides the personnel, budgetary, accounting, and fiscal support

for the department.

2. Division of Criminal Investigation (DCI) provides direct statewide investigative services to federal,

state, and local law enforcement agencies. The services include criminal investigation, narcotics

investigation, fire investigation and fire safety inspection services, and professional training and

educational programs offered through Montana's Law Enforcement Academy.

3. Forensic Science Division (FSD) maintains the accredited State crime laboratory in Missoula and

provides forensic services to the criminal justice system of Montana.

4. Gambling Control Division (GCD) regulates all gambling in Montana, except for lottery and horse

racing.

5. Montana Highway Patrol (MHP) is responsible for the constant traffic patrol of the highways,

accident investigation, courtesy service, auto theft investigation, vehicle inspection, livestock

inspection, and enforcement of commercial vehicle regulations and traffic laws.

6. DOJ Information Technology Service Division (JITSD) provides IT services and management.

7. Motor Vehicle Division (MVD) is responsible for administering laws and programs in the areas of

motor vehicle titling, registration, and security interest filing; licensing and compliance of motor

vehicle dealers; driver licensing, driver improvement, and financial responsibility; maintaining

driver-history records and imposing driver licensing sanctions as required by law; inspection and

verification of vehicle identification numbers; mandatory insurance; public safety; and

dissemination of motor vehicle information.

8. Legal Services Division (LSD) provides the Attorney General with legal research and analysis,

provides legal counsel to state agencies, represents Montana's interests in cases before state and

federal courts, and assists local jurisdictions with criminal cases and other areas involving state law.

The mission of Information Technology (IT) in DOJ is the Four Rights…deliver the Right information, to the

Right person, at the Right time, to make the Right decision. This could be services to citizens, local

government, law enforcement, or department and state employees. In order to accomplish this, DOJ’s IT

strategies are:

1. Obtaining and keeping an excellent IT workforce

2. Unwavering information security

3. Focusing on mobility

4. Leveraging partnerships

5. Turning data into information with simple user tools

6. Information sharing

2. Environment, Success, and Capabilities

DOJ is led by the Montana Attorney General, with the mission to pursue activities and programs that seek to

ensure and promote the public interest, safety, and well-being through leadership, advocacy, education,

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regulation and enforcement. As Montana continues to grow in population and with constant changes in IT and

because of the varying mission and business of each DOJ division, the IT environment in DOJ is very

challenging. There are many different customers, each with its own set of acronyms, players, requirements,

regulations, vendors, solutions, and deadlines.

DOJ Objective

Effective and efficient programs and systems supporting each division.

DOJ Mission/Business Requirements

High quality systems that maximize mission/business effectiveness

Prioritize projects with rapid implementation

Maximize returns on IT investments

Appropriate information security and privacy

A reliable, optimized, and sustainable IT infrastructure of people, systems and services

3. IT Contributions and Strategies

DOJ’s IT strategy is driven by and designed to support the mission and business requirements of DOJ divisions.

The main goal of IT is to help people do their job/business more effectively and efficiently. With the needs for

IT growing exponentially, that usually equates to “doing more with the same.” At DOJ, IT teams with the

divisions to frequently communicate and strategize short and long term IT solutions to address emerging and

forecasted factors. DOJ utilizes IT industry management techniques and standards to help accomplish this.

DOJ IT Strategies are:

1. Obtaining and keeping an excellent IT workforce.

Without highly qualified and motivated people that work as a team, IT will fail. People are an investment and

must be treated as such.

2. Unwavering information security

DOJ maintains and has connections to sensitive data and must be vigilant to protect it. Therefore, information

security is paramount to the DOJ IT strategy.

3. Focusing on mobility

A significant portion of the DOJ workforce requires mobile capabilities to support their jobs. Citizens are also

increasing their reliance on mobile platforms, such as smartphones, to conduct business. As such, DOJ will

continue to focus on secure mobile systems, features, functions, and policies.

4. Leveraging partnerships

No one organization can do everything. Trying to do too many things only dilutes the effectiveness of those

endeavors. In order to meet objectives, DOJ will, where feasible, team with state, local, federal, contractor, and

business entities to leverage systems, services, personnel, standards, and best practices.

5. Turning data into information with simple user tools

Information is the consolidation of data into a usable form to help make better decisions or take actions. The

more IT systems that are implemented means there is more data available. Too much information can be

overwhelming and paralyze decision making, therefore tools (without the need for IT staff) that can help users

analyze information more simply, quickly, effectively, and to their liking, will allow for better, faster decisions.

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6. Information sharing

Many organizations (local, State and Federal) have information key to supporting DOJ and vice versa. Many

times this information is sent between organizations and is manually reentered back into a different system.

Automating information sharing will enable people to become more efficient and effective, save time, reduce

errors, and enhance decision making.

4. IT Principles

IT principles govern the decisions and operations of IT within DOJ. They provide touch points and guidelines to

ensure that correct decisions are being made; decisions that will provide the greatest value to Montana’s

citizens.

DOJ’s IT principles:

Resources and funding will be allocated to the IT projects that contribute the greatest net value and

benefit to Montana citizens.

Unwarranted duplication will be minimized by sharing data, IT infrastructure, systems, applications,

and IT services.

Montana will use shared inter-state systems to minimize IT expenditures, improve service delivery, and

accelerate service implementation.

IT resources will be used in an organized, deliberative, and cost-effective manner.

IT systems will provide delivery channels that allow citizens to determine when, where, and how they

interact with state agencies.

Mitigation of risks is a priority for protecting individual privacy and the privacy of IT systems

information.

5. IT Governance

Within DOJ, the Executive IT Group (EIG) reviews and approves projects, policies and initiatives. The EIG is

comprised of division administrators and the Chief of Staff. This group meets monthly or as needed to make

decisions and provide direction based on on-going priorities, legislative directions, and an ever changing

environment.

6. IT Financial Management

DOJ IT funding sources include state general fund, proprietary funds, fees, special revenue, house bills, federal

grants, and other sources. Funding for system development and maintenance comes from the above sources and

is intermixed with the programs and IT division to ensure system implementation and sustainment.

7. IT Services and Processes

To help facilitate DOJ IT planning and operations processes and procedures, DOJ utilizes IT management

techniques and standards such as the Project Managers Book of Knowledge (PMBOK), the Microsoft

Operations Framework (MOF) which is a flavor of the Information Technology Infrastructure Library (ITIL),

and various Federal items such as National Institute of Standards and Technologies (NIST) Computer Security.

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The following are the 39 primary DOJ systems and services that JITSD supports daily. In addition, there are

approximately 40 other systems and services which JITSD manages and/or interfaces with.

System/Service Description

MERLIN Motor vehicle division financials; title and registration; dealer licensing and inventory

CJIN Criminal Justice Information Network (OpenFox message switch, interface, archive

and retrieval)

SmartCop Highway patrol in-car system used to run queries and issue citations and provide for

centralized Computer Aided Dispatch (CAD)

IJIS Broker

Integrated Justice Information System (IJIS) Broker provides the Department of

Justice a Service Oriented Architecture (SOA) with justice-specific connectors and

compliance with Global Justice XML Data Model (GJXDM) and National Information

Exchange Model (NIEM) standards. It enables integration and data sharing with

virtually any system by transforming and translating data exchanges.

Computerized Computer

History (CCH)

Computerized Computer History System. Repository of Montana criminal history

arrest data, finger print processing for both civil applicant (jobs) and criminal. It also

stores court disposition data and correctional status updates. Via the Broker, it

supports out of State and Federal rap sheets, the Sexual and Violent Offender Registry

(SVOR), handgun checks (National Instant Criminal Background Check - NICS),

name based and fingerprint based queries.

Omnixx CJIN user interface (Omnixx software from Datamax) JAVA software user interface

that connects CJIN users to the Openfox message switch.

Card Production System Driver license and identification card production.

MVD Appointment

Scheduling Driver license office appointment scheduling system. This is a cloud hosted system.

Driver Knowledge and Skills

Testing

System used to conduct knowledge and skills testing of commercial and citizen

drivers.

Arbitrator MHP trooper In car video recording system.

Driver Control System / J900

Mainframe system hosted by SITSD to run current State driver control system

responsible for driver licenses issuance, revocations, reinstatements, sanctioning, and

medical certifications.

Concealed Weapons Permits Concealed Weapon Permit repository.

LIMS Laboratory Information Management System supporting the State crime lab in

Missoula.

CODIS Combined DNA Index System (CODIS) used by the State laboratory in Missoula.

LiveScan Fingerprint capture and transmission. Approximately 43 units across the state to

capture criminal and civil job applicant’s information.

AFIS/ABIS (Automated Fingerprint (soon to be Biometric) Identification System) is used to

process civil applicant and criminal fingerprints.

End of life registry End of life registry that contains Advanced Health Care Directives. Allows customers

to view directives and medical professionals to verify directives.

Montana Missing Persons

System (MMPS) Repository of missing persons that is accessed via CJIN and a DOJ web site.

Attorney Case Management

System (ACMS) Used by DOJ lawyers and support staff to manage DOJ cases.

HOPE Card Protection order system and card production. Allows customers to apply for and

obtain a card containing protection order info and offender photograph.

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Rape Kit Training This is a web application that is hosted on the DOJ enterprise web servers and it

provides training to medical professionals on how to administer rape exams.

Imaging

DOJ uses imaging for many functions such as motor vehicle titling and registration,

driver documentation, Sexual or Violent Offender Registry (SVOR) photographs,

human resources, and criminal record information.

Justice Court Reporting

System (JCRS)

JCRS is an IJIS Broker application that provides workflow and disposition transaction

processing between courts and the driver control system.

SVOW Sexual or Violent Offender Registry (SVOR) on the Web.

Montana Wanted Repository for wants, warrants, watch list, and stolen property for Montana. Accesses

by state, national and international CJIN queries.

POST Repository for Peace Officer Service Training and certifications.

eGovernment Services

ePayments – Citations

Roadside Allows citations to be paid with a credit card during a MHP stop.

MTIVS

Montana Insurance Verification System. A public cloud service that provides real-

time, web service verification information to law enforcement and MERLIN and also

allows citizen to check their information.

Scam Alert Web based subscription service to receive alerts on new consumer scams.

Web Based Crash Web system to allow local law enforcement to upload cash information instead of

sending information via physical mail.

CHOPRS Criminal History Online Public Records Search- allows in-state background checks

within the CCH.

Temporary Registration

Permits

Used by dealers to provide car buyers with a temporary tag for their vehicle until they

obtain their official plates.

Vehicle Registration Renewal Online service to renew vehicle registrations.

Driver or Vehicle Record

Search Online service to search vehicle or driver records.

Veteran service

Used by Montana Military Affairs to denote the veterans in Montana that have been

approved to display the veteran designation on the face of their driver license or ID

card.

Driver Monitor

This service is for companies to send a list of drivers and the service lets the company

know if there has been a change in the driving convictions or withdrawals for the

driver.

Gambling Control -

GENTAX

This is a system run by the Dept of Revenue that supports Gambling operations such

as financials, dealer licensing, and renewals.

8. IT Infrastructure, Staffing and Resources

JITSD is comprised of approximately 47 FTE. There are two bureaus, a Project Management Office (PMO), a

security team, and staff responsible for purchasing, finance, and human resources.

The Applications Support Bureau (ASB) is responsible for all software. This includes databases, off the shelf

software, custom software, web pages and the integration of these items along with all operational support.

The Systems Support Bureau (SSB) is responsible for the hardware. This includes nearly 4,500 end user devices

such as desktops, laptops, tablets, smart phones, printers, and scanners in addition to the back office

infrastructure such as servers, storage and networking. In addition to hardware, Support Services also provides

tier 1 support to both DOJ and nearly 4,000 users from the law enforcement community.

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The PMO manages DOJ projects, the project portfolio, and implements and tracks project management

standards and processes.

People are essential to any IT endeavor. Without highly qualified and motivated people that work as a team, IT

will fail. People are an investment and must be treated as such. At DOJ we invest in people’s education and

training as well as their personal and professional development. We also review skill sets and gaps during long

term and project planning to help ensure we have the right people (government or contractor) to support as

needed. At DOJ we team with and leverage State, agency, vendor, and contractor resources and knowledge

where appropriate. These resources are vital to designing, implementing, operating, enhancing, and expanding

needed IT systems, services, and support.

9. Risks and Issues

Primary Risk Probability Impact Mitigation Strategy

Staff retirements Medium Medium

The agency will develop a succession planning program

that creates a list of staff eligible to retire and forecast an

estimated retirement date and replacement plan when

possible. Positions/skills rated as critical will have

individual plans for skills transfer, replacement,

documented procedures, etc. for mitigating the impact.

Security breach Medium High

Our agency has an active information security program

including, but not limited to, staff training and

awareness, data encryption, and security policies. In

addition, JITSD will leverage State, local, Federal, and

contractor resources to further enhance the DOJ

information security posture.

Hiring and retaining

qualified staff Medium High

Increase incentives for positions most affected by this

issue. Make JITSD a place people want to work.

Too much work High Medium

Operations, projects, and systems are prioritized in DOJ

to ensure the most important things are done first. Also,

funding for selective sourcing and staff augmentation are

considered during project initiation and planning.

10. IT Goals and Objectives

1. Deliver value added IT solutions

IT investments and projects will be undertaken in order to add value (increased efficiency, decreased cost, etc.)

to the mission or business of DOJ.

1.1. Meet business needs for new, replacement, and upgraded systems.

IT investments will be driven by mission/business needs. In order to make smart decisions, a collective group

of business sponsors, IT staff, and executive leadership will make decide on various projects and priorities

based on DOJ missions and businesses.

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1.2. Implement electronic content management

Establish the infrastructure and processes (document imaging, storage and retrieval) for electronic records

management to create efficient and paperless real-time access to documents in a virtual office environment that

crosses physical and organizational boundaries.

1.3. Expand eGovernment Services

Implementing web-based self-service applications will increase access to services, reduce data error, and reduce

travel costs and processing time. DOJ will continue to expand and optimize eGovernment services to citizens

and government.

1.4. Build and leverage partnerships

No IT organization can do everything for everyone. Therefore, various government and private industry

partners must be leveraged in order to accomplish some IT project and tasks and/or provide services in a timely

manner.

2. Modernize and Optimize infrastructure

The IT infrastructure needs to be current technology to support current and future needs, information sharing

and to alleviate hardware, software, and technology end-of-life sustainability issues. Also, consolidated and

reused IT, where possible, eliminates waste and improves IT and business efficiency.

2.1. Standardize, Consolidate and Integrate

Various systems do not follow standards and are duplicated and not integrated, thereby requiring additional

resources to support them. Standardizing, consolidating, and integrating systems will allow for more efficient

utilization of IT resources, expandability for future needs, and better services for customers.

2.2. Develop information sharing standards, protocols, policies, and exchanges

In order to exchange appropriate information, integrate systems, reuse designs and code, and be efficient and

effective, standards, protocols and policies must be established. The efficient sharing of data among justice

entities is at the very heart of modern public safety and law enforcement. Technological advances in

information sharing offer confidence that broad scale justice information sharing can become a reality.

2.3. Maintain current systems

Current systems must be maintained at appropriate service levels in order to support current missions and

business.

3. Strengthen management of IT

3.1. Attract and retain a skilled IT workforce

In order to have secure, reliable, and effective IT systems, DOJ must have highly skilled and motivated people

to design, acquire, install, operate and manage these systems and support contracts in an effective and efficient

manner. People are an investment and will be treated as such. Because DOJ has such a diverse set of work,

from motor vehicles to law enforcement, and the IT staff is so lean, corporate knowledge, experience, retention,

and continuity are vital. At DOJ we invest in people’s education and training as well as their personal and

professional development. We also review skill sets and gaps during long term and project planning to help

ensure we have the right people. We work to ensure the office environment is comfortable, safe, energetic,

collaborative, team oriented, innovative, fun, and rewarding and that people are adequately compensated for

their knowledge, skills, abilities, and results.

3.2. Increase collaboration (internal and external)

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Information sharing and collaboration enhancements will continue to develop and leverage ideas and best

practices to efficiently complete projects and operate and manage systems and contracts. Collaboration will

increase communication, knowledge sharing, and teamwork, which will positively impact projects, operations,

contracts, and other initiatives through reduced errors, faster delivery, and exceeding customer needs.

3.3. Improve Process Discipline

The goal of having processes is to improve customer and employee satisfaction. Processes provide rules and

guidelines for how to conduct business. In some instances, such as security, rules and processes must be strictly

followed. Other times, processes provide guidelines and people must use their knowledge and experience to

adapt to the situation in order to complete the task. Processes also allow new staff to understand how the IT

business works and allow measurements to be taken and the process modified in order to improve customer and

employee satisfaction.

3.4. Optimize system and project portfolio management

JITSD will leverage best practices to continually review and refine systems and projects supporting DOJ. Some

systems or projects may not be needed as much as others, and with limited resources, some things may have to

be canceled or postponed.

4. Strengthen DOJ Information Security Posture

Effective information security for DOJ systems and data is essential to prevent data tampering, disruptions in

critical operations, fraud, and unauthorized disclosure of sensitive and personal information. Security also helps

to reduce the risk of legal liability and brings about regulatory compliance with state and federal laws.

4.1. Assure trusted and resilient systems and information

DOJ will ensure that the IT infrastructure that stores and allows accesses to sensitive information is secure and

resilient so that the information is accurate and accessible only to authorized personnel.

4.2. Implement Access controls

DOJ will implement risk‐based, cost‐effective information access control policies and systems to safeguard

DOJ information.

4.3. Institutionalize Information Security

Security is only as strong as its weakest link (people, process, or technology). Therefore security must be

institutionalized across every aspect of DOJ. From conception through implementation of systems; while

developing processes and performing job duties and tasks; to performing administrative functions; security

awareness must be present. DOJ will implement a risk‐based decision framework and continue to strengthen

information security education and training.

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11. IT Projects

Item Description

Project name Driver Modernization (DM) (MERLIN 3rd phase)

Project/program

purpose and

objectives

DM is the Drivers portion of the Montana Enhanced Registration and Licensing

Information Network (MERLIN) system and relates to driver licensing and driver

information.

MERLIN revolutionizes the way motor vehicle and driver licensing services are

provided in Montana by automating various aspects of the business. Montana has

more than 1.75 million titled vehicles and MERLIN supports the yearly task of

providing titles for 470,000 vehicles, registration of over 1 million vehicles and

licenses and ID cards for approximately 200,000 individuals per year. Vehicle title

and registration, integrated accounting, and dealer licensing has been accomplished

and has entered an operations and maintenance mode. The MERLIN system includes

electronic commerce applications through the state portal using Montana Interactive.

Estimated start date July 2014

Estimated cost $14,186,963

Funding source - 1 05113

Funding source - 2 02798

Annual Costs upon

completion $3,540,370

Item Description

Project name Computerized Criminal History (CCHv2) upgrade

Project/program

purpose and

objectives

The Computerized Criminal History (CCHv2) upgrade is a multi-year, multi-phase

project that will improve the timeliness, accuracy, and completeness of criminal justice

information. Key highlights:

Provides secure access to Criminal History Record Information (CHRI) for

public safety practitioners.

Tracks data at an offense and charge level thereby providing charge

traceability to a criminal cycle.

Ensures compliance with federal rules for security and data.

Designs new Montana State Registry to replace Sexual or Violent Offender

Registry.

Leverages Georgia’s CCH system code at no cost

Establish the foundation for real-time web service integration with FullCourt

Enterprise.

Estimated start date 10/1/2015

Estimated cost $1,729,455

Funding source - 1 NCHIP 2015 - $1,729,455

Annual Costs upon

completion $197,200 including CCHv3 and FEDEX

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Item Description

Project name Computerized Criminal History (CCHv3) upgrade

*Dependent on grant award

Project/program

purpose and

objectives

The Computerized Criminal History (CCHv3) upgrade is a multi-year, multi-phase

project that will improve the timeliness, accuracy, and completeness of criminal

justice information. Key highlights:

Creates convenient online portal through which criminal justice partners

across Montana will be able to access criminal history records and systems

Creates ability to do online criminal record validations, saving DCI staff

significant time and substantial costs

Will enhance compliance by offering advanced authentication

Will provide efficiencies not currently possible

Leverages significant work from CCHv2 project

Estimated start date 10/1/2016

Estimated cost $2,269,680

Funding source - 1 NCHIP 2016

Annual Costs upon

completion See CCHv2

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Item Description

Project name FullCourt Enterprise Data Exchange (FEDEX)

Project/program

purpose and

objectives

The FullCourt Enterprise Data Exchange (FEDEX) upgrade

Key highlights:

Purpose:

A. Replace the existing data exchanges with new exchanges that capture all court

actions that are compatible with the new FullCourt Enterprise Case Management

(FCE) System and CCHv2

B. Implement new data exchanges for: 1) Orders of Protection, 2) Bench/Arrest

Warrants and 3) No Contact Court Orders from the Courts directly to the Law

Enforcement and NCIC.

Objectives:

1. Replace current data exchange with a real-time web services exchange which

will make court data immediately available to law enforcement and public safety

professionals.

2. Construct three new exchanges for (protection orders, arrest/bench warrants, and

no contact orders) using the same web services architecture.

3. Implement these exchanges so as a court is transitioned from the legacy

FullCourt system to FCE, the data exchange would be included in their go-live

processing.

Estimated start date 10/1/2016

Estimated cost $385,000

Funding source - 1 HB10 LRIT

Annual Costs upon

completion See CCHv2

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12. Security and Business Continuity Programs

JITSD provides and maintains IT services and systems to support DOJ divisions and external customer missions

and business. As part of this support, security is a mandatory element. Per MCA 2-15-114 “Each department

head is responsible for ensuring an adequate level of security for all data within that department.” In addition,

many JITSD customers must also comply with Federal security requirements, in addition to State requirements,

in order to receive Federal funding. The goal of the DOJ IT Security Program is to guarantee information

confidentiality, integrity, and availability. Confidentiality is making sure that the information stays out of the

hands of those who are not authorized to have it. Integrity is making sure that the information is accurate and

free of accidental or malicious modifications. Availability is making sure that the information is available when

it is needed. The design, implementation, and subsequent maintenance of any system will be better secured

against vulnerabilities as long as decisions are made with this triad in mind.

To meet these requirements, JITSD has followed the State and adopted information security standard practices

as established in the Federal Information Security Management Act (FISMA) of 2002 (Public Law 107-347).

This act requires federal government entities to use the National Institute of Standards and Technology (NIST)

published guidelines and Federal Information Processing Standards (FIPS) to secure information systems by

managing the risks to those systems.

This approach supports the State goal to protect individual privacy and the privacy of information contained

within IT systems. The NIST and FIPS publications provide guidance for facilitating a consistent risk-based

approach to information security programs. Although these publications are directed toward the federal sector,

they have been adopted by the State and agencies are required to meet security requirements by using the

NIST/FIPS guidance. JITSD will also use these publications to provide standard practice guidance when

developing IT security policies and procedures to reduce DOJ security risks.

The JITSD security program objectives are to:

Engineer security into systems at the beginning of the project.

Conduct periodic assessments of risks.

Develop and publish policies and procedures that are based on risk assessments.

Conduct security awareness training.

Conduct periodic testing and evaluation of the effectiveness of information security policies,

procedures, practices, and controls.

Develop a process for planning, implementing, evaluating, and documenting remedial actions.

Develop procedures for detecting, reporting, and responding to security incidents.

Continuity of Operations (COOP) Capability Program Description: JITSD will work DOJ Divisions, external customers and State and Federal security organizations in order to

coordinate and ensure appropriate COOP processes and capabilities are in place to support the DOJ missions

and businesses.

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13. Planned IT Expenditures [pending project/initiatives costs]

FY2016 FY2017 FY2018 FY2019 FY2020 FY2021

IT personal services $2,974,409 $3,102,168 $3,195,233 $3,291,090 $3,389,823 $3,491,518

IT operating expenses $1,415,962 $1,769,352 $1,893,207 $2,2025,731 $2,167,532 $2,319,259

IT initiatives $539,183 $2,722,706 $1,122,247 $0 $14,186,963 $15,041,866

Other $36,820 $36,820

Total $4,966,374 $7,631,046 $6,210,687 $5,316,821 $19,744,318 $20,852,643

14. Administrative Information

IT strategy and plan owner:

Joe Chapman

444-2424

jchapman@mt.gov

IT contact:

Joe Chapman

444-2424

jchapman@mt.gov

Alternate IT contact:

Mike Cochrane

406-444-5603

mcochrane@mt.gov

Information Security Manager:

Dawn Temple

406-444-2414

datemple@mt.gov